Effective Training: Systems, Strategies, and Practices, 4th Edition

Chapter Eleven Employee and Management Development

P. Nick Blanchard and James W. Thacker

Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

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Mintzbergs Managerial Roles

Formal Authority and Status

Interpersonal Roles Figurehead Leader Liaison

Informational Roles Monitor Disseminator Spokesperson

Decisional Roles Entrepreneur Disturbance Handler Resource Allocator Negotiator

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Description of Managerial Roles

Part 1 of 3
Roles
Interpersonal Figurehead Meets the routine, obligatory, social, and legal duties required of the head of a unit. (e.g. attendance at social functions, meeting with politicians, buyers, or suppliers Maintains, develops, and motivates the human resources necessary to meet the needs of the unit Develops and maintains a network of individuals outside the unit in order to acquire information and action of benefit to the unit

Activities

Leader

Liaison

Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

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Description of Managerial Roles

Part 2 of 3
Roles
Informational Monitor Searches for and acquires information about the unit and its environment so that the manager becomes an information center for the unit and the organization; derives from liaison and leader roles Distributes selected information to others within the unit or organization, some of which has been transformed through integration with other information

Activities

Disseminator

Spokesperson

Distributing selected information to others outside the unit regarding plans, values, activities, and other elements of the unit and conveys the appropriate image of the unit

Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

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Description of Managerial Roles

Part 3 of 3
Roles
Decisional Entrepreneur Adjusts and proactively develops the unit to take advantage of existing opportunities or meet anticipated threats in the environment; acts based on inferences and conclusions drawn from the evaluation and integration of information gathered in the monitor role

Activities

Disturbance handler

Reacts to meet the immediate demands of the unit. (e.g., a wildcat strike, loss of a major customer)
Evaluates and chooses among proposals; integrates and authorizes activities and resource utilization

Resource allocator

Negotiator

Bargains to acquire the resources to meet the needs of the unit and organization
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Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

Strategy, Technology, and Structure Integration

Market Leader
Technology Structure- Design Structure- Decision Making Non Routine
Organic Decentralized

Cost Leader
Routine
Mechanistic Centralized

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Managerial Roles and Associated Management Characteristics Part 1 of 2

Knowledge and Skills Traits

Managerial Role

Conceptual

Technical

Interpersonal

Personal

Interpersonal
Figurehead Leader Liaison Yes Yes Yes Yes Yes Yes Yes Yes

Informational
Monitor Yes Yes Yes

Disseminator
Spokesperson

Yes
Yes

Yes
Yes

Yes
Yes

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Managerial Roles and Associated Management Characteristics Part 2 of 2

Knowledge and Skills Traits

Managerial Role

Conceptual

Technical

Interpersonal

Personal

Decisional
Entrepreneur Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

Disturbance handler
Resource allocator Negotiator

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StrategyManagerial Characteristics Integration Part 1 of 3

Management Skills Technical Interpersonal Conceptual More sophisticated and nonroutine Higher Higher Less sophisticated and routine Lower Lower Market Leader Cost Leader

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StrategyManagerial Characteristics Integration Part 2 of 3

Management Market Leader Cost Leader

Traits
Drive Flexibility High Higher High High Lower High

Leader motive

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StrategyManagerial Characteristics Integration Part 3 of 3

Management Style Participative Supportive Achievement Directive Higher No difference Higher Lower Lower No difference Lower Higher
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Market Leader

Cost Leader

Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall

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